HISTORY:
ITC was incorporated on August 24, 1910 under the name
Imperial Tobacco Company of India Limited. As the Company's
ownership progressively Indianised, the name of the Company
was changed from Imperial Tobacco Company of India
Limited to India Tobacco Company Limited in 1970 and then
to I.T.C. Limited in 1974. In recognition of the Company's
multi-business portfolio encompassing a wide range of
businesses - Cigarettes & Tobacco, Hotels, Information
Technology, Packaging, Paperboards & Specialty Papers, Agri-
business, Foods, Lifestyle Retailing, Education & Stationery and
Personal Care - the full stops in the Company's name were
removed effective September 18, 2001. The Company now
stands rechristened 'ITC Limited'.
The Company’s beginnings were humble. A leased office on
Radha Bazar Lane, Kolkata, was the centre of the Company's
existence. The Company celebrated its 16th birthday on August
24, 1926, by purchasing the plot of land situated at 37,
Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the
sum of Rs 310,000. This decision of the Company was historic
in more ways than one. It was to mark the beginning of a long
and eventful journey into India's future. The Company's
headquarter building, 'Virginia House', which came up on that
plot of land two years later, would go on to become one of
Kolkata's most venerated landmarks.
Though the first six decades of the Company's existence were
primarily devoted to the growth and consolidation of the
Cigarettes and Leaf Tobacco businesses, the Seventies
witnessed the beginnings of a corporate transformation that
would usher in momentous changes in the life of the Company.
ITC's Packaging & Printing Business was set up in 1925 as a
strategic backward integration for ITC's Cigarettes business. It is
today India's most sophisticated packaging house.
In 1975 the Company launched its Hotels business with the
acquisition of a hotel in Chennai which was rechristened 'ITC-
Welcomgroup Hotel Chola'. The objective of ITC's entry into
the hotels business was rooted in the concept of creating value
for the nation. ITC chose the hotels business for its potential to
earn high levels of foreign exchange, create tourism
infrastructure and generate large scale direct and indirect
employment. Since then ITC's Hotels business has grown to
occupy a position of leadership, with over 100 owned and
managed properties spread across India.
In 1979, ITC entered the Paperboards business by promoting
ITC Bhadrachalam Paperboards Limited, which today has
become the market leader in India. Bhadrachalam Paperboards
amalgamated with the Company effective March 13, 2002 and
became a Division of the Company, Bhadrachalam Paperboards
Division. In November 2002, this division merged with the
Company's Tribeni Tissues Division to form the Paperboards &
Specialty Papers Division. ITC's paperboards' technology,
productivity, quality and manufacturing processes are
comparable to the best in the world. It has also made an
immense contribution to the development of Sarapaka, an
economically backward area in the state of Andhra Pradesh. It is
directly involved in education, environmental protection and
community development. In 2004, ITC acquired the paperboard
manufacturing facility of BILT Industrial Packaging Co. Ltd
(BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows
ITC to improve customer service with reduced lead time and a
wider product range.
In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-
Nepal and British joint venture. Since inception, its shares have
been held by ITC, British American Tobacco and various
independent shareholders in Nepal. In August 2002, Surya
Tobacco became a subsidiary of ITC Limited and its name was
changed to Surya Nepal Private Limited (Surya Nepal).
In 1990, ITC acquired Tribeni Tissues Limited, a Specialty
paper manufacturing company and a major supplier of tissue
paper to the cigarette industry. The merged entity was named
the Tribeni Tissues Division (TTD). To harness strategic and
operational synergies, TTD was merged with the Bhadrachalam
Paperboards Division to form the Paperboards & Specialty
Papers Division in November 2002.
Also in 1990, leveraging its agri-sourcing competency, ITC set
up the Agri Business Division for export of agri-commodities.
The Division is today one of India's largest exporters. ITC's
unique and now widely acknowledged e-Choupal initiative
began in 2000 with soya farmers in Madhya Pradesh. Now it
extends to 10 states covering over 4 million farmers. ITC's first
rural mall, christened 'Choupal Saagar' was inaugurated in
August 2004 at Sehore. On the rural retail front, 24 'Choupal
Saagars' are now operatonal in the 3 states of Madhya Pradesh,
Maharashtra and Uttar Pradesh.
In 2000, ITC forayed into the Greeting, Gifting and Stationery
products business with the launch of Expressions range of
greeting cards. A line of premium range of notebooks under
brand “Paperkraft” was launched in 2002. To augment its
offering and to reach a wider student population, the popular
range of notebooks was launched under brand “Classmate” in
2003. “Classmate” over the years has grown to become India’s
largest notebook brand and has also increased its portfolio to
occupy a greater share of the school bag. Years 2007- 2009 saw
the launch of Children Books, Slam Books, Geometry Boxes,
Pens and Pencils under the “Classmate” brand. In 2008, ITC
repositioned the business as the Education and Stationery
Products Business and launched India's first environment
friendly premium business paper under the “Paperkraft”
Brand. “Paperkraft” offers a diverse portfolio in the premium
executive stationery and office consumables segment.
Paperkraft entered new categories in the office consumable
segment with the launch of Textliners, Permanent Ink Markers
and White Board Markers in 2009.
ITC also entered the Lifestyle Retailing business with the Wills
Sport range of international quality relaxed wear for men and
women in 2000. The Wills Lifestyle chain of exclusive stores
later expanded its range to include Wills Classic formal wear
(2002) and Wills Clublife evening wear (2003). ITC also
initiated a foray into the popular segment with its men's wear
brand, John Players, in 2002. In 2006, Wills Lifestyle became
title partner of the country's most premier fashion event - Wills
Lifestyle India Fashion Week - that has gained recognition
from buyers and retailers as the single largest B-2-B platform
for the Fashion Design industry. To mark the occasion, ITC
launched a special 'Celebration Series', taking the event forward
to consumers.
In 2000, ITC spun off its information technology business into a
wholly owned subsidiary, ITC Infotech India Limited, to more
aggressively pursue emerging opportunities in this area. Today
ITC Infotech is one of India’s fastest growing global IT and IT-
enabled services companies and has established itself as a key
player in offshore outsourcing, providing outsourced IT
solutions and services to leading global customers across key
focus verticals - Manufacturing, BFSI (Banking, Financial
Services & Insurance), CPG&R (Consumer Packaged Goods &
Retail), THT (Travel, Hospitality and Transportation) and
Media & Entertainment.
ITC's foray into the Foods business is an outstanding example of
successfully blending multiple internal competencies to create a
new driver of business growth. It began in August 2001 with the
introduction of 'Kitchens of India' ready-to-eat Indian gourmet
dishes. In 2002, ITC entered the confectionery and staples
segments with the launch of the brands mint-o and Candyman
confectionery and Aashirvaad atta (wheat flour). 2003
witnessed the introduction of Sunfeast as the Company entered
the biscuits segment. ITC's entered the fast growing branded
snacks category with Bingo! in 2007. In eight years, the Foods
business has grown to a significant size with over 200
differentiated products under six distinctive brands, with an
enviable distribution reach, a rapidly growing market share and
a solid market standing.
In 2002, ITC's philosophy of contributing to enhancing the
competitiveness of the entire value chain found yet another
expression in the Safety Matches initiative. ITC now markets
popular safety matches brands like iKno, Mangaldeep, Aim,
Aim Mega and Aim Metro.
ITC's foray into the marketing of Agarbattis (incense sticks) in
2003 marked the manifestation of its partnership with the
cottage sector. ITC's popular agarbattis brands include Spriha
and Mangaldeep across a range of fragrances like Rose,
Jasmine, Bouquet, Sandalwood, Madhur, Sambrani and
Nagchampa.
ITC introduced Essenza Di Wills, an exclusive range of fine
fragrances and bath & body care products for men and women
in July 2005. Inizio, the signature range under Essenza Di Wills
provides a comprehensive grooming regimen with distinct lines
for men (Inizio Homme) and women (Inizio Femme).
Continuing with its tradition of bringing world class products to
Indian consumers the Company launched 'Fiama Di Wills', a
premium range of Shampoos, Shower Gels and Soaps in
September, October and December 2007 respectively. The
Company also launched the 'Superia' range of Soaps and
Shampoos in the mass-market segment at select markets in
October 2007 and Vivel De Wills & Vivel range of soaps in
February and Vivel range of shampoos in June 2008.
ITC brands
ITC Grand Maratha Hotel, Mumbai
Lavasa Fortune Hotel courtyard, Lavasa, Maharashtra.
The group today operates under several distinct brands:
• ITC - Luxury Collection Hotels
• WelcomHotel Sheraton Hotels
• Fortune Hotels, which has 54 hotels with 4446 rooms in 41
cities across India[8]
• WelcomHeritage Hotels
Service Marketing
Mix/Extended Marketing
Mix
Having discussed the characteristics of a service, let us now look at the marketing mix
of a service.
The service marketing mix comprises off the 7’p’s. These include:
• Product
• Price
• Place
• Promotion
• People
• Process
• Physical evidence.
PLACE:
The Grand Maratha Hotel and towers in mumbai are designed on a classical style.The
deluxe hotel in mumbai reflects city’s colonial roots and the magical blending of local
cultures - orchestrated to create richness, depth and a special timeless quality that is
achieved when both the past and present are respected
The Hotel Grand Maratha Sheraton in Mumbai has a total of 386 well-appointed,
spacious guest rooms including exquisite Suites. This five star hotel in mumbai offers
quite spacious and elegantly furnished rooms. The privileges include In-room check-
in, Complimentary Limousine transfers, Complimentary club hour & high tea,
Complimentary American breakfast, 24-hour Butler service. The hotel has exclusive
Lounge facility with its own library, bar, restaurant, tea/coffee service and
complimentary use of Meeting rooms. There are 77 Sheraton Towers rooms, the
exclusive Towers Club comes with its own restaurant, library, bar.
•
Products / Services of ITC Grand Maratha Sheraton
• Hotel 5 Star
Restaurants & Bars Bar
• Restaurant American
• Restaurant Chinese
• Restaurant European
• Restaurant French
• Restaurant Italian
• Restaurant Korean
• Restaurant Mongolian
• Restaurant Multicuisine
• Restaurant Non Veg
• Restaurant North Indian
• Restaurant Pan Asian
• Restaurant Sea Food
• Restaurant Tandoori
• Restaurant Turkish
• Restaurant Vegetarian
• Restaurant Thai
Halls & Banquet Halls Hide
• Banquet Hall
• Hall
In the picture perfect setting are the 386 rooms and suites of the Grand Maratha
Sheraton and Towers. For the fine dining experience in Mumbai you may checkout
the restaurants and bar of the Grand Maratha like The Peshwa Pavilion, Peshawari,
DumPukht, Bombay High, Catherline's and the Maroush. The well equipped Business
Centre with contemporary business facilities; personal computer, hi-speed
photocopies, printer, Internet access, video conferencing facility, translation service
and full secretarial service, other banquet and conferencing facilities make Grand
Maratha Sheraton the choice of business and leisure travellers alike
People
An essential ingredient to any service provision is the use of appropriate staff and
people. Recruiting the right staff and training them appropriately in the delivery of
their service is essential if the organisation wants to obtain a form of competitive
advantage. Consumers make judgments and deliver perceptions of the service based
on the employees they interact with. Staff should have the appropriate interpersonal
skills, aptititude, and service knowledge to provide the service that consumers are
paying for. Many British organisations aim to apply for the Investors In People
accreditation, which tells consumers that staff are taken care off by the company and
they are trained to certain standards.
Process
Refers to the systems used to assist the organisation in delivering the service. Imagine
you walk into Burger King and you order a Whopper Meal and you get it delivered
within 2 minutes. What was the process that allowed you to obtain an efficient service
delivery? Banks that send out Credit Cards automatically when their customers old
one has expired again require an efficient process to identify expiry dates and
renewal. An efficient service that replaces old credit cards will foster consumer
loyalty and confidence in the company.
Physical Evidence
Where is the service being delivered? Physical Evidence is the element of the service
mix which allows the consumer again to make judgments on the organisation. If you
walk into a restaurant your expectations are of a clean, friendly environment. On an
aircraft if you travel first class you expect enough room to be able to lay down!
Physical evidence is an essential ingredient of the service mix, consumers will make
perceptions based on their sight of the service provision which will have an impact on
the organisations perceptual plan of the service.
To summarise service marketing looks at:
The Characteristics of a service that are:
(1) Lack of ownership
(2) Intangibility
(3) Inseparability
(4) Perishability
(5) Heterogeneity.
The Service marketing mix involves analysing the 7’p of marketing involving,
Product, Price, Place, Promotion, Physical Evidence, Process and People.
To certain extent managing services are more complicated then managing products,
products can be standardised, to standardise a service is far more difficult as there are
more input factors i.e. people, physical evidence, process to manage then with a
product.
